Student Life / Athletic Programs Action Team Report
Goal One: Provide superior curricular and co-curricular programs that prepare students to be effective participants in and contributors to a dynamic global society
Objective 1.c. Consider the feasibility and desirability of required student attendance at co-curricular events, both on and off campus, that can enhance learning
Strategy 1.c.1: Charge the Campus Life Committee with developing a feasible plan for required student attendance at co-curricular events (see Addendum). Suggest that they do the following:
Examine efforts at other schools to discern the benefits and explore various models of required attendance at co-curricular events.
Consult with academic and non-academic units to determine the types of activities that should be included. Include a question about how many classes currently require attendance at cultural/co-curricular events.
Consult with students for ideas and concerns.
Determine costs.
Cost
: Minimal. Survey instrument /administrative time, faculty and staff time for researching and evaluating. Additional costs if program is implemented.Designated Person/Unit: Campus Life Committee
Measure: Report of the Campus Life Committee to the Strategic Planning Steering Committee
Objective 1.l. Enhance co-curricular and curricular learning opportunities that assist students in building career and life skills.
Strategy 1.l.1: Increase student involvement in student organizations and programs.
1.l.1.a.: Encourage faculty to build outside-of-the-classroom experiences into course curricula, as appropriate.
1.l.1.b.: Promote programs to specific student populations (non-traditional students, student athletes, resident students)
1.l.1.c.: Encourage student participation in honors societies
Cost: Promotional materials. Staff time.
Designated Person / Unit: Student Life Division
Strategy 1.l.2: Strengthen academic opportunities for students by increasing the number of courses that incorporate service learning projects.
Cost: Faculty and staff time.
Designated Person/Unit: Academic Council, with assistance from Assistant Director of Student Activities
Strategy 1.l.3: Strengthen internships and experiential learning programs by creating a centralized office to coordinate and promote experiential learning/internship opportunities. Charge the office with the following:
Improve communication between those in charge of internships and experiential learning programs at the unit level
Improve communication with the campus at large, and external groups
Survey students and faculty to determine their knowledge of and experience with internships and experiential learning programs
Survey participating external organizations to determine the nature of their expectations of and experiences with internships and experiential learning programs
Expand opportunities for and student involvement in co-curricular and curricular learning (see Addendum)
Cost: $$ for additional staff and budget
Designated Person/Unit: Ideally, a new staff member (see 6h.3); in the interim, Vice Chancellor for Academic Affairs and Assistant Chancellor for Enrollment Services
Strategy 1.l.4: Expand and stabilize the budgets of Peer Educators and Health Education programs
Cost: $
Designated Person/Unit: Senior Administrators
Strategy 1.l.5: Expand and financially support student travel to conferences
Cost: $
Designated Person/Unit: Senior Administrators
Strategy 1.l.6: Develop a four-year leadership program
Cost: $
Designated Person / Unit: Student Life Division
Measures:
Alumni surveys
Attendance at events
Student, faculty, and staff surveys
Number of courses with service-learning component
Increase in budget in designated areas
Survey of external organizations involved
Goal Two: Provide superior support services and programs campus wide that lay a solid foundation for student success at USCA and throughout life
Objective 2.a. Develop a comprehensive and centrally coordinated First Year program aimed at creating a nurturing and stimulating introduction to the university.
Strategy 2.a.1: Appoint or hire a First Year Program Director and provide an appropriate budget for developing and implementing a First Year Program.
Cost: $$
Designated Person/Unit: Senior Administrators
Strategy 2.a.2: Strengthen and expand the ASUP program. (2.a.3. in Strategic Plan)
Strategy 2.a.2.a. Make ASUP 101 mandatory for all freshmen.
Strategy 2.a.2.b. Improve teacher training by encouraging attendance at off-campus workshops (for example, University 101) and developing required workshops on campus.
Strategy 2.a.2.c. Standardize the ASUP 101 curriculum
Strategy 2.a.2.d. Extend ASUP 101 courses to a full semester.
Strategy 2.a.2.e. Use peer mentors as assistants in ASUP courses.
Strategy 2.a.2.f. Correlate and extend orientation into ASUP courses.
Strategy 2.a.2.g. Consider the feasibility and desirability of establishing ASUP courses for targeted groups (for example athletes, non-traditional students, students in specific majors)
Cost: $$
Designated Person/Unit: First Year Program Director (see above for interim)
Strategy 2.a.3: Strengthen First Year Program advisement process. (2.a.4. in the Strategic Plan)
Strategy 2.a.3.a. Provide additional and ongoing training of First Year advisors.
Strategy 2.a.3.b. Revise and update written materials such as advisor manual and bulletin.
Strategy 2.a.3.c. Encourage frequent contact between students and advisors.
Cost: Faculty and staff time.
Designated Unit/Person: First Year Program Director and Director of Advisement Services (interim, see above)
Strategy 2.a.4: Create a First Year Program Advisory Committee composed of faculty, staff, and students to guide the First Year Program. (2.a.5. in Strategic Plan)
Cost: Faculty, staff, and student time
Designated Person/Unit: First Year Program Director
Strategy 2.a.5: Determine the data and research needed to make informed decisions about first-year student needs and first-year student expectations of college and provide supporting resources (personnel, supplies, etc.) to collect these data. (2.a.7. in the Strategic Plan)
Cost: $. Staff time.
Designated Person/Unit: Institutional Research with First Year Program Director
Measures:
New First Year Program Director Hired
Increase in budget in designated areas
Expanded ASUP program
Creation of Advisory Committee
Advisement evaluation survey
First Year Program data collected and reviewed
Goal Six: Develop and implement a strategic enrollment plan to attract and retain an increasingly diverse and qualified student body
Objective 6.g. Produce enduring connections between students and the institution
Strategy 6.g.1. Encourage a student-centered approach in all campus programs, services and operations
Strategy 6.g.1.a: Determine and maintain class sizes that permit high levels of student-instructor interaction.
Cost: Minimal to $$$ depending on appropriateness of current class sizes.
Designated person/unit: Vice Chancellor for Academic Affairs
Strategy 6.g.1.b: Evaluate the level of student connection to the University through exit and alumni surveys; use results to add/change programs to enhance connections.
Cost: $ plus staff time for evaluation
Designated person/unit: Office of Institutional Research, Office of Alumni Affairs
Strategy 6.g.1.c: Evaluate faculty and staff workloads to determine the extent to which their interaction with students is being compromised; adjust workloads and staffing when warranted.
Cost: Faculty and staff time involved in completing evaluation; unknown cost of adjusting workloads and staffing.
Designated person/unit: Faculty Welfare Committee, Senior Administrators
Strategy 6.g.2.
Devise ways to enhance a sense of community at USC Aiken.Strategy 6.g.2.a: Encourage the development of social and academic events to bring students, faculty and staff together outside the classroom, and provide funding for such events.
Cost: $ to $$, depending on events.
Designated person/unit: Chancellor
Strategy 6.g.2.b: Explore the desirability and feasibility of establishing a weekly "common hour" to be used for special events that draw students, faculty, and staff together. No classes to be scheduled during that time.
Cost: Staff and faculty time for researching and evaluating
Designated person/unit: Campus Life Committee
Strategy 6.g.2.c: Develop special traditions/ceremonies to mark the beginning and end of students' careers at USCA, such as annual traditions and Yearbooks.
Cost: $ to $$, staff and faculty time
Designated person/unit: Office of External Affairs
Strategy 6.g.3. Involve alumni in recruitment and retention efforts
Strategy 6.g.3.a: Expand the role alumni play with career services and academic departments to build connections between current students and alumni (Career Panels, job shadowing, etc.). (move up to 6.g.3.a)
Cost: Minimal cost except for staff time
Designated person/unit: Career Services, academic departments, Alumni Affairs Director
Strategy 6.g.3.b. Expand the role that selected alumni play in the recruitment of new students (I e. by visiting their former high schools and talking about USCA).
Cost: $ for travel reimbursement and correspondence
Designated person/unit: Alumni Affairs Director, Admissions Office
Strategy 6.g.3.c: Develop relationships between alumni and current students for mentoring during college and for post-graduation needs (job search, etc.)
Cost: Staff time; minimal cost for materials
Designated person/unit: Career Services, Alumni Affairs Director
Strategy 6.g.4: Enhance the visibility of the Alumni Affairs Office for current students and alumni (see Strategy 6.g.3.)
Strategy 6.g.4.a: Clarify the Alumni Affairs Office’s role in serving current students and alumni. For example, Alumni Affairs should communicate expectations that current and former students should give back to the institution.
Cost: None
Designated person/unit: Assistant Chancellor for Development and Alumni Affairs, Director of Alumni Affairs, other Monday Group members
Strategy 6.g.4.b: Improve communication with alumni and
target former student leaders to promote alumni activities.
Cost: $
Designated person/unit: Directors of Alumni Affairs and Student Activities, Unit Heads
Strategy 6.g.4.c: Develop a stronger presence for the Alumni Affairs Office on campus (location of office, promotion of services, etc.).
Cost: $
Designated person/unit: Director of Alumni Affairs, Monday Group
Measures:
Class sizes are evaluated and adjusted as appropriate (6.g.1.a)
Questions have been added to exit and alumni surveys (6.g.1.b)
Workload studies are completed and appropriate adjustments made (6.g.1.c)
Additional promotion of campus groups and activities in place (6.g.2.a)
Increase in number of faculty/staff/student social and academic events offered (6.g.2.b)
"Common hour" study completed; recommendation made by Campus Life Committee (6.g.2.c)
Special traditions/ceremonies implemented (6.g.2.d)
Increase in alumni involvement in recruitment (6.g.3.a)
Increased participation by alumni (6.g.3.b and c)
New position description in place (6.g.4.a)
Increased alumni involvement in events (6.g.4.b)
Questions added to exit and alumni surveys (6.g.4.c)
Objective 6.h. Maintain quality student service and athletic programs that meet student and community needs, enhance recruitment and retention efforts, and contribute to USC Aiken’s mission.
Strategy 6.h.1.
Housing and Residence Life:
Cost: Self-supporting facility; funded through revenue bonds and rental income.
Designated person/unit: Chancellor, Assoc. Chancellors for Business and Finance and Student Life and Services, Director of Operations, Housing and Residence Life staff.
Athletic Programs: Establish a task force composed of faculty, staff, students and community members to determine the athletic program's future direction. (See addendum)
Cost: Faculty and staff time for task force work; unknown cost to address issues identified by task force.
Designated person/unit: Chancellor
Career Services:
Hire additional staff member and integrate Cooperative Education functions into Career Services (see also 6.h.2).
Expand cooperative education and other experiential learning opportunities, including those outside the CSRA.
Cost: $$ to hire staff member and develop appropriate budget
Designated person/unit: IPC, Career Services Office
Student Government and Student Organizations:
Evaluate the current system of allocating funds to student organizations; make changes as necessary.
Develop cooperative plan between academic units and Student Government to fund student organizations associated with academic courses or programs (for example, Pep Band, Concert Choir, Dance Team, Theater Players).
Increase funding for student organizations.
Develop plans for renovating the Student Activities Center following Athletic Department's move to the Convocation Center, assuring that adequate open/lounge, recreation, work, and meeting space is provided for students.
Strengthen student organizations by developing appropriate reward structure for advisors of student organizations.
Improve training of student organization advisors.
Improve indoor facilities for intramurals.
Cost: $$, excluding renovation of SAC
Designated person/unit: Director of Student Activities, Student Government Association, appropriate academic unit heads, IPC, Associate Chancellor for Student Life and Services, Director of Operations.
Multicultural Affairs, Access and Equity Program:
Provide $3750 of institutional funds to supplement the state Access and Equity funds in order to expand/extend the MAP (Minority Assistance Peer) program to a full year.
Identify needs of all minorities; develop programming and provide funding to meet those needs.
Coordinate efforts and share resources with International Programs Office when appropriate.
Cost: $ to $$, depending on level of programming
Designated person/unit: IPC, Multicultural Affairs Office, International Programs Office
Minority Student Outreach:
Increase funding to allow for program growth.
Identify needs of all minorities and develop programming to meet these needs.
Cost: $ to $$ depending on level of programming
Designated person/unit: IPC, Director of Multicultural Affairs, International Programs Office
Student Health Center:
Determine the desirability and feasibility of expanding the hours of operation and services in light of current and future (addition of new housing) needs; add funding if appropriate.
Provide dedicated space and equipment for Student Health Center.
Cost: $$ to $$$
Designated person/unit: Student Life and Services staff, IPC, Master Planning Committee
Alcohol/Drug Program:
Provide institutional funds as a supplement to grant funds to assure a minimum of $15,000 per year for programming. (Current grant funds: $9000)
When funds and staff are available, expand programming beyond what is permitted by current grant funding (current grant only allows funding for social norms marketing program).
Cost: $ to $$ depending on level of programming
Designated person/unit: IPC, Student Life and Services staff
Strategy 6.h.2. Enhance Student Services and Athletic Programs by adding positions as the need is demonstrated through appropriate institutional planning processes starting with the following (in priority order):
Advisement Program- Hire additional staff member to address the strong need for assistance in this critical area for student retention and academic progress.
Athletic Training – Hire at least one additional certified trainer to help meet the needs of 11 athletic teams since a trainer must be available for all practices and competitions. NATA (National Athletic Training Association) standards indicate USCA should have 3 certified trainers (current staffing levels, one fulltime and one part-time).
Soccer – Hire a full-time coach for women’s soccer. There is currently one fulltime coach and one graduate assistant for both men's and women's teams. The number of athletes involved (around 40), very heavy workload, and scheduling issues dictate the need for an additional coach.
Career Services – Hire additional staff person in Career Services to handle expanded cooperative education and employer relations functions. Staffing in this area has declined significantly in recent years. This would place desired emphasis on experiential learning opportunities.
Tennis – Upgrade current tennis coach position to fulltime with benefits. The current position is part-time with no benefits, which is out of line with other similar positions on campus. The current coach handles both the men's and women's teams and the expectations for the coach are the same as for other coaches.
Minority Student Outreach Program – Include part-time responsibilities in Multicultural Affairs in position description for new Assistant Director of Housing and Residence Life (to be hired when new housing is complete). Continue to review need for additional staffing beyond this level.
Counseling Center – Increase current part-time counseling position to full-time to meet growing student needs. Current staffing includes the Director, who serves as the primary counselor as well as handling administrative duties, and a 20 hr. per week counselor.
Student Health Center – Add staffing in Health Center to meet identified needs for expanded hours/services. (See 6.h.1)
Alcohol/Drug Program – Provide a staff person with dedicated time to coordinate activities (quarter to half-time).
Cost for Each Position: $$
Designated person/unit: IPC, appropriate unit heads
Measures:
1. Programs or funding in place (6.h.1)
2. Staff in place (6.h.2)
Goal Eleven: Create and maintain campus facilities that support the institution’s mission
Objective 11.b: Maintain an attractive and safe campus environment.
Strategy 11.b.1 Explore the desirability and feasibility of implementing a one-card system for access and safety (see addendum). (11.b.4. in Strategic Plan)
Strategy 11.b.1.a: Survey students, faculty and staff to determine attitudes toward and possible uses of a one-card system.
Strategy 11.b.1.b: Examine practices at other institutions to determine benefits and explore various models.
Strategy l1.b.1.c: If deemed desirable, develop cost and implementation plan.
Cost: Faculty and staff time for evaluation. Additional costs if program implemented.
Designated person/unit: Campus Life Committee, Monday Group
Measures:
1. Report submitted by Campus Life Committee
Addendum A
ATHLETIC TASK FORCE
The make-up of the task force will include students (student-athletes and non student-athletes), community members (including a Pacer Club representative), USCA staff members (including ESIP, SL&S and athletics), and USCA faculty
(including new FAR).
1.B - QUESTIONS
The task force should examine but are not limited to the following questions:
What benefits do athletics bring to the University as a whole?
What are the University’s expectations for athletics in terms of competitiveness?
What impact does athletics have on admissions?
Is the Peach Belt Conference a good fit for USCA?
Is the current organizational plan appropriate for the athletic department and the overall University structure?
Many schools have a special admissions program for talented students. Should USCA explore a program like this?
Should the cheerleaders and dance team be a part of athletics or student activities?
In terms of sports, USCA has eleven varsity sports and the NCAA requires ten. Does USCA need to add any other sports? Drop a sport? If so, what?
Should some sports be funded at a higher competitive position than others? If so, what are the priorities?
What role, if any, should athletic department fundraising (including specific sport fund raising) have in shaping the program’s future direction?
Issues/Challenges to Address
1. How does USCA currently compare to the other Peach Belt schools in terms of:
Operating and Scholarship budgets;
Recruiting budgets and opportunities;
Size of coaching staffs;
Athletic facilities, housing, meals, and transportation;
Competitive salaries.
2. How does USCA compare to other Peach Belt schools in terms of :
Enrollment;
Student Fees;
Support staff (administrative assistants, certified athletic trainers, sports information , team managers, others);
Booster Club
It was also recommended that the task force determine what benefits athletics has on admissions. In addition, the charge of the task force should be in writing. The task force should also be encouraged to get outside information from peer institutions and from people not on the committee.
Addendum B
Item 1
Strategy 1.c.1.
Survey faculty/staff to determine desirability of required student attendance at co-curricular events (include a question about how many classes currently require attendance at cultural/co-curricular events)Questions that need to be asked for these strategies:
Do we have the technology? If not, cost of obtaining it?
What would be required? What is considered a cultural event and what isn’t? What types of events count (e.g., athletic events, student activity events, cultural events, career panels, community service, community events)
Who would be responsible for implementation?
What are the implications for not meeting requirements?
Item 2
Strategy 1.l.3: Strengthen internships and experiential learning.
Strategy 1.l.3.c: Expand opportunities for and student involvement in co-curricular and curricular learning
Questions that need to be asked for these strategies:
Do we need to look to expand involvement and examine how students know about experiential learning/internships opportunities?
Can internships be developed on campus for students?
Consider employment opportunities related to majors?
Item 3
Strategy 2.a.3: Strengthen First Year Program advisement process.
Concern: Number of advisees per advisor for First Year Program should be lowered.
Item 4
Strategy 6.h.1. Enhance the following programs:
Student Government and Student Organizations:
Currently have $18,000 in funds to distribute to student organizations and $120,000 in requests for funds.
Multicultural Affairs:
Access and Equity Program
o
o
CHE recently changed criteria for review of institutional success in Access and Equity program. Previous criteria evaluated programs based on the percentage of involved students who were making satisfactory academic progress; new criteria evaluate program based on percentage who have earned a 2.5 or higher gpa.Student Health Center:
Currently open 20 hours per week; most peer institutions are open more hours
Most peer institutions offer more hours and services than we do. Can USCA afford to do more?
Is there a demand for additional hours and services?
Will the demand grow with additional on-campus housing? (In the past, fewer than half of the Health Center visits were from Pacer Downs residents.)
Diversity Programs:
Low participation at some events is a concern. The action team suggests that the Diversity Committee, in collaboration with appropriate committees, including the First Year Experience, assess student needs in this area, review program goals, and consider other models of diversity programming.
Concern: Review of space needs for student life services, such as the Counseling Center and the Student Health Center, should be conducted regularly to ensure adequate facilities.
Item 5
Strategy 11.b.2: Explore the desirability and feasibility of implementing a one-card system for access and safety.
Questions to be answered:
Do we need the one-card system?
Will it improve safety?
What are the possible uses of the card?
Will there be infringement on the right to privacy of faculty and students through its use (i.e. monitoring movement, tracking attendance at events)
Will the card be issued automatically when a student enrolls?